BCG+推进能源部门的多样性、公平性和包容性

UntappedReserves3.0

AdvancingDiversity,Equity,andInclusionintheEnergySector

September2023

ByWhitneyHughes-Plummer,AndreaSyth,NikolayBelkov,AlexWood,

PedroMiras,Dr.PierceRiemer,andSarahBeattie

BostonConsultingGroup

BostonConsultingGrouppartnerswithleadersinbusinessandsocietytotackletheirmostimportantchallengesandcapturetheirgreatestopportunities.BCGwasthepioneerinbusinessstrategywhenitwasfoundedin1963.Today,

weworkcloselywithclientstoembraceatransformationalapproachaimedatbenefitingallstakeholders—

empoweringorganizationstogrow,buildsustainable

competitiveadvantage,anddrivepositivesocietalimpact.

Ourdiverse,globalteamsbringdeepindustryandfunctional

expertiseandarangeofperspectivesthatquestionthe

statusquoandsparkchange.BCGdeliverssolutions

throughleading-edgemanagementconsulting,technologyanddesign,andcorporateanddigitalventures.Wework

inauniquelycollaborativemodelacrossthefirmand

throughoutalllevelsoftheclientorganization,fueledbythegoalofhelpingourclientsthriveandenablingthemtomaketheworldabetterplace.

WPCEnergy

WPCEnergy,theWorldForumforEnergyTransformation,

isanon-advocacy,non-politicalorganisationwithcharitablestatusintheUKandaccreditationasaNon-GovernmentalOrganisationfromtheUnitedNations.Formedin1933andcomprising60NationalCommittees,WPCEnergyfacilitatesanopendialoguearoundoil,gas,energy,andtheirproductsandisdedicatedtothepromotionoftheirsustainable

managementforthebenefitofall.

WPCEnergyorganisesthetriennialWorldPetroleum

Congresswhich,withatypicalattendanceofover15,000,

providesaneutralandinclusiveplatformtodebateand

definerealistic,workablepathstoanetzerofuture.The

eventbringstogetherthoughtleadersfromacrosstheglobalenergyindustryincludingHeadsofState,Ministers,CEOs,

PresidentsandHeadsofInternationalOrganisations,aswellasengineers,academicsandtheNGOcommunity.

Contents

01

05

10

1

5

17

ExecutiveSummary

•AClearBusinessCaseforDE&I

•TheScopeofThisYear’sReportǟCaseStudy:Enbridge

TheStateofDE&IinEnergy

•RepresentationAcrossTenures

•PerceptionsontheChallengesWomenFace

•RegionalDifferences

•DifferencesAcrossIndustries

TheEffectivenessofDE&I

PoliciesandPrograms

•COVID-19andtheImpactonFlexibleWorkingModels

ǟCaseStudy:Pertamina

TheRoleofDE&IinAdvancing

InnovationandEnergySecurity

ǟCaseStudy:Heirloom

AFrameworkforActivatingDE&I

•CommitmentandAccountabilityfromSeniorLeadership

•RobustMeasurementofDE&IOutcomes

•BalancedandUnbiasedPromotionPolicies

2

4

2

7

29

3

2

3

4

38

39

•DE&I-FocusedRecruiting

•FlexibleWorkingPoliciesandEnhancedCaregiverSupport

•ClearandTransparentEqualPayPolicies

•LeveragingPartnershipstoDriveDE&IProgressMoreBroadly

ǟCaseStudy:YPF

SupportingUnderrepresentedEthnicandRacialGroupsinthe

EnergySector

•KeyLeverstoSupportUnderrepresentedEthnicandRacialGroups

CalltoAction

OurToolforAssessingand

AdvancingDE&IMaturity

Methodology

Appendix:FullDataonCompany

PoliciesandPrograms

Acknowledgments

AbouttheAuthors

ExecutiveSummary

Whilediversity,equity,andinclusion(DE&I)isstatedasaprioritybymanyglobalenergycompanies,theenergy

sectorcontinuestolagothersintermsofrepresentationandhasbeenslowtomakeprogress.TheselearningsarereinforcedinthethirdversionoftheUntappedReservesreport,acollaborationbetweenBostonConsultingGroupandWPCEnergy,whichforthelastsevenyearshasmoni-toredwomen’srepresentationintheglobaloilandgas

industry.

Since2021,whenourlastreportwasreleased,theaveragepercentageofwomenworkinginoilandgashasincreasedonlyslightly,from22%to23%.Althoughtherehavebeensomesignsofincrementalprogress,suchasamoderate

increaseinwomeninseniormanagement,manychalleng-esstillpersist,andimpactfulDE&Iinterventions,like

flexibleworkandmentorship,areinconsistentlyimple-mented,applied,andutilized.

Thisyear’sreportincludesmeaningfulinsightsabouttheeffectivenessofvariousDE&Ieffortsandinterventions,

alongwithperceptionsofthechallengesfacedinadvanc-ingDE&I.Organizationswithhighlevelsofwomenin

seniormanagementtypicallyhaveunbiasedpromotion

practices,targetedrecruitmentprograms,leadershipcom-pensationlinkedtoperformanceagainstDE&Itargets,andotherfoundationalprograms.

Thisreportalsoisthefirstinourseriestodirectlyassessthemedium-termimpactofCOVID-19onDE&Iinthe

energysector.Itisabundantlyclearthatthewidespread

adoptionofflexible,remote,andhybridworkingmodels

hasbenefitedwomenandotherunderrepresentedgroups.However,manyenergycompaniesareconsideringrollingbackthesechanges,posingarisktomuchoftheprogressthathasbeenmadeinrecentyears.

Inadditiontothegenderrepresentationmetricswehavereportedoninthepast,thisyear’sreporthasbeenex-

pandedtoconsiderothergroups.Theseincludeunderrep-resentedethnicandracialgroups(UERGs);LGBTQ+(lesbi-an,gay,bisexual,transgender,questioningand/orqueer)

people;peoplewithhealthconditionsordisabilities;veter-answhohaveservedinactivemilitary,naval,orairservice;caregiversofchildrenandadultdependents;andpeople

fromeconomicallydisadvantagedbackgrounds.While

DE&Iprogramsandinterventionshaveconsistentpositiveimpact,theiradoptionandutilizationvariesgreatlyacrossthesegroups.

Forleadersintheenergysector,therecommendationsin

thisreportofferanopportunitytonotonlyadvancediversi-ty,buttoimprovebusinessresiliencyandinnovationinthisrapidlychangingsector.

1UNTAPPEDRESERVES3.0

CaseStudy:Enbridge

Enbridge,aCalgary-basedNorthAmericanpipelineand

energycompany,hasmadeaconcertedefforttobecomea

morediverse,equitable,andinclusiveorganization.In

2021,EnbridgeaddedInclusionastheirfourthcoreval-

ue—joiningSafety,Integrity,andRespect—highlightingits

importanceacrosstheorganization.

Thecompany’sleadershipunderstandsthebusinessvalue

ofbuildingamoreinclusiveorganization.PrioritizingDE&I

fostersgreaterinnovation,drivenbymoreideasfroma

widervarietyofpeople.Italsoenablesthecompanyto

betterunderstandtheircustomersandreflectthecommu-

nitiesinwhichtheyoperate,toultimatelymakebetter

businessdecisions.AsManager,LeadershipandCoaching,

KimberleyGrantnoted,“Whenweareintouchwiththe

livedexperiencesofthepeoplewedeliverenergytoand

thecommunitiesweoperatein,wecanmakebusiness

decisionsthatconsidertheirneedsandpositivelyimpact

allstakeholders.”

EnbridgehassetspecificDE&Igoalstoreachby2025in

theirInclusion,Diversity,Equity&Accessibility(IDEA)

strategy.Theseincludeevolvingtheirmorethan

12,000-memberworkforcetoconsistof40%women,28%

UERGs,3.5%Indigenouspeoples,6%peoplewithdisabili-

ties,and7%veterans.Thesegoalsaresetbasedonlabor

marketavailability.

TheIDEAstrategyincludesspecificactionstoachieve

theserepresentationgoals,includingafocusonrecruit-

ment,developmentandsuccessionplanning,andtraining.

Inaddition,executivecompensationislinkedtoperfor-

manceinDE&I,andsustainability-linkedbondsandloans

provideafurtherleverforpublicaccountability.Withthese

mechanismsinplace,thecompanyhasalreadysurpassed

someofitsinterimgoals,suchasreaching30%womenin

manager-and-abovepositionsby2022.From2018to2022,

Enbridgeincreasedtherepresentationofwomeninman-

agementandseniormanagementpositionsfrom27%to

30%,womeninexecutivepositionsfrom22%to32%,em-

ployeesbelongingtoUERGsinleadershipfrom12%to

22%,andemployeesbelongingtoUERGsoverallfrom16%

to24%.

2.“Two-Spirit,”

IndianHealthService

:TheFederalHealthProgramfor

AmericanIndiansandAlaskaNatives.

3UNTAPPEDRESERVES3.0

Enbridgehasbeenrecognizedasabusinessleaderin

DE&I.In2022,thecompanywontheprestigiousCatalystaward,across-industryglobalrecognitionthatcelebratesoutstandingDE&Iinitiativesdrivingdiverserepresentationandinclusionintheworkplace.

UniqueDE&IInterventions

Enbridgehasmadeprogresstowardstheir2025DE&I

goalsthroughdeepunderstandingoftheirworkforce’s

demographicsandspecificneeds,enablingthecompanytodevelopfocused,intentionalplans.TobuildawarenessonthestatusofDE&Iwithinthecompany,Enbridgecreat-edaDiversityDashboard,aninternalapplicationavailabletoallemployeesthatshowsrepresentationacrossgender,UERGs,disabilitystatus,veterans,and2SLGBTQ+acrossthecompany.(Thenotation“2S”refersto“Two-Spirit,”atermusedbysomeIndigenousNorthAmericanstode-

scribeindividualswhoperformactivitiesofbothmenandwomen.Thisisconsideredauniquegenderstatusinsometribes.

2

)TheDashboardalsoshowsdemographicdatabyjoblevelandtrendsonhiring,promotions,andturnover

(inaggregatetoprotectindividualprivacy).Alldatais

self-reportedthroughEnbridge’sannual“CountYourselfIn”survey,with85%ofemployeesoptingtoparticipate.

•Externalpartnershipstodevelopamorediverselong-termtalentpipeline.Thecompany’sEngineeringFu-

turesprogrampartnerswithlocalorganizationstopairgirlsandUERGyouthwithwomenengineersatEn-

bridge.Anotherexampleisthecompany’spartnershipwith

BuildaDream

,anonprofitthathighlightsnon-tra-ditionalcareerpathsforyounggirls.

Enbridge’sstrongandpubliccommitmenttoDE&Iis

drivenbyitsdeepsenseofresponsibilitytotheiremploy-

eesandadesireforaccountabilityfortheir2025goals.Theleadershipteamunderstandsthatbecominganinclusive

organizationisnotwithoutitschallenges.“Thereisno

magicsolutiontomakingprogress,”saidLaurenMorishita,DirectorofDiversity,Equity,andInclusion.“It’sabouta

combinationofsmallandintentionalchanges.”TheDiver-sityDashboard,listeningsessions,andexternalpartner-

shipsalonehavenotacceleratedEnbridgetowardstheir

DE&Igoals.Rather,thenumerouscommitmentsthatthecompany,theleadershipteam,andemployeeshavecol-

laborativelycreatedhavemeaningfullyadvancedrepresen-tationandinclusionacrosstheorganization.

WhiletheDiversityDashboardisanessentialtooltoguide

DE&Istrategy,theEnbridgeteamunderstandsthataware-

nessaloneisnotsufficienttodrivemeaningfulchange.

TheyhavecoupledlearningsfromtheDashboardwith

morethan100listeningsessions,alongwithannualsur-

veysandengagementwiththeirhighlyactiveEmployee

ResourceGroups,tocreatetargetedinterventionsthat

addressspecificDE&Ichallenges.Thismultifacetedap-

proachhasledtothelaunchofmanyprogramsandac-

countabilitymeasures,including:

•CompensationlinkedtoDE&Imetricsforallemployees.

•Amentorshipprogramthatintentionallymatches

menteesandmentorsbasedondiversitypreferences.

Forexample,anearly-careeremployeecanrequestto

bematchedwithamoresenioremployeebasedon

attributessuchasgender,ethnicity,orrace.In2023,over1,700pairswerematched.

•A“humanlibrary”thatcontainsstoriesoflivedexperi-encesharedbyEnbridgeemployees.Thesestorieshelpdrivemeaningfulconversationsonsocialissuesand

advanceacultureofinclusion.

BOSTONCONSULTINGGROUP+WPCENERGY4

TheStateofDE&IinEnergy

womeninenergycompaniesis24%,withsignificantdifferencesacrosstenures,moderatedifferences

A

crosstheenergysector,theaveragepercentageof

acrossindustries,andsomedifferencesacrossregions.

(SeeExhibit1.)

RepresentationAcrossTenures

Representationofwomeninoilandgascompaniesin-

creasedslightlyacrossalltenurelevelsin2023comparedto2020,withthemostimprovementatthemid-career,

senior,andexecutivelevels

3

.

(SeeExhibit2.)

Representa-tionofwomeninentry-levelpositionshasincreasedonlyincrementally,upto27%in2023from25%in2020.Whilethenumberofwomenatmid-careerandseniorlevelsalsoincreasedin2023,thedropinrepresentation(from27%atentrylevelto20%atseniorlevel)continuestopersist,

consistentwithour2020study.

3.Foroverallwomen’srepresentation,all50surveyedoilandgascompaniesreporteddata;fortenure-specificdata(e.g.,%ofwomenatentry-level,etc.),38oilandgascompaniesreporteddata.Thesedifferencesinavailabledataexplainsmallchangeinoverallrepresentationvs.largerchangeinrepresentationateachtenurelevel.

5UNTAPPEDRESERVES3.0

2223

Oilandgas

14

8

Construction

7

25

5

20

20

14

Exhibit1-GenderDiversityintheEnergySectorStillLagsMostMajorSectors

Women’sworkforcerepresentationpersector(%)

100

50

0

Women’s2023representationinthe

energysector(includingoilandgas,

powerandutilities,andnewenergy

companies)is24%

7575

6564

4951

37

3030

21

4846

43

25

Finance

Public

Education

Healthandsocialwork

Restaurantsandhotels

ManufacturingAgriculture

administration

%womenin2020%womenin2023

Sources:ILOStatdatabase,2020and2023;UntappedReserves2.0and3.0companysurveys;BCGanalysis.

Exhibit2-Women’sRepresentationIncreasedSince2020atAllTenureLevelsinOilandGas,withLargerIncreasesatMid-careerandHigher

%ofwomen’srepresentationinoilandgas,bytenure

2

2

19

14

Entry

level

Mid-careerSenior

levellevel

20202023

Executive

level

Sources:UntappedReserves3.0and2.0companysurveys;BCGanalysis.

Note:N=38oilandgascompaniesfor2023,andN=36companiesfor2020.Notallcompaniesprovideddetailedbreakdownsbytenure.

BOSTONCONSULTINGGROUP+WPCENERGY6

balance

Gender(50%)

18

10

5

10

Genderbalance(50%)

48

39

14

Whenweconsiderwomen’srepresentationinbusiness

andadministrationrolesandoperationsandtechnical

rolesseparately,distincttrendsemerge,indicatingthat

companiesneedtotakespecificactionstoadvancewom-en’srepresentationforbothfunctions.

(SeeExhibit3.)

Foroperationsandtechnicalroles,entry-levelrepresenta-tionislowat18%.Thisconstrainsthetalentpipelineforseniorleadership,whichisrelativelystablethroughseniorlevelsbutfallssharplyto5%forexecutives.Toachieve

higherwomen’srepresentationintheseroles,oilandgascompaniesneedtoinvestinattractingmorewomento

operationsandtechnicalrolestoexpandthetalentpipe-

line.Theyalsoshouldinvestinretainingandadvancingwomen,maintainingrepresentationthroughtothe

executivelevel.

Forbusinessandadministrativeroles,representationis

approachinggenderparityatentrylevel.Thispresenceofwomenisimportantformanyreasons,especiallyasit

establishesapipelineforseniorleadershipinthefuture.However,representationfallsdramaticallyatmid-career

andseniorlevels,reflectingthesignificantheadwindsthatwomenfaceastheyclimbthecorporateladder,aswellascompanies’shortcomingsinretainingandadvancing

women.Thechallengescanincludebalancingcareerwith

personalcommitments,limitedtransparencyintopromo-tionpractices,lackofmentorshiporrolemodels,andpaydisparities.Thesefactorscanhinderprofessionaldevelop-mentandaffectwomen’smotivationtoremaininthe

sector.Asonefemaleindustryprofessionalshared,“Prog-ressin[my]careerfeelslimited...Ittakescourageand

patiencetostayintheindustryforalongtime.”

In

BCG’s2022DiversityandInclusionAssessmentfor

Leadership(DIAL)

study,25%offemalejuniormanagersatenergycompaniesreportedthattheyareconsidering

leavingtheirjobswithinayear,whileonly12%oftheir

malecounterpartssaidthesame.Amongthosewhocon-sideredleaving,thetopreasonsweretoseekhigherpayandalackofadvancementopportunities.

Whileenergycompanieslargelyrecognizethatcareer

progressionandcompensationarekeyfactorsinwomen

choosingtoleavetheirpositions,thedropinrepresenta-

tionathighertenurelevelspersists.Totakeaction,compa-niesshouldimplementtargetedinterventionsthroughouttheemployeelifecycle.Thereareparticularlyeffective

interventionscorrelatedwithhigherwomen’srepresenta-tionatseniorlevels.

(See“TheEffectivenessofDE&IPoli-

ciesandPrograms”

and“AFrameworkforActivatingDE&I.”)

Exhibit3-Women’sRepresentationinOilandGasShowsanUpwardTrend,ExceptinOperations/TechnicalSupportRolesattheExecutiveLevel

%ofwomeninoperationsandtechnical

supportroles,bytenure

14

15

12

9

Entry

level

Mid-career

level

Senior

level

Executivelevel

%ofwomeninbusinessandadministration

roles,bytenure

39

26

24

25

13

Entry

level

Mid-career

level

Senior

level

Executivelevel

20202023

Sources:UntappedReserves3.0and2.0companysurveys;BCGanalysis.

Note:N=36oilandgascompaniesfor2023,andN=26oilandgascompaniesfor2020.Notallcompaniesprovideddetailedbreakdownsbytenureandjobtype.

7UNTAPPEDRESERVES3.0

PerceptionsontheChallengesWomenFace

Asinpreviousreports,wesurveyedindustryprofessionalsabouttheissuesthatcontributetothelackofwomeninseniormanagementinenergycompanies.Thoughmen

andwomenarebroadlyalignedinrecognizingthechal-lengesposedtowomeninthesector,theycontinueto

attributedifferentcausalfactorsasbeingmostresponsi-ble.While66%ofmensaythelackofqualifiedwomenintheindustryistoblame,66%ofwomenbelievethattheissueiswomenbeingoverlookedforpromotions.

(See

Exhibit4.)

RegionalDifferences

Acrossregions,therearemoderatedifferencesinoverallwomen’srepresentation,withsomeexpectedvarianceinworkforcecompositionreflectingculturalfactors.Onaver-age,companiesinAsiaPacificreportthehighestlevelsofrepresentation(27%),followedbycompaniesinCentral&SouthAmerica(26%),NorthAmerica(25%),andGlobal

companies(25%).CompaniesintheMiddleEastand

Africareportthelowestwomen’srepresentation(20%).

Thisdisparityinperceptionsindicatesthatunconscious

biascontinuestopersist.Toaddressthisproblem,energy

leadersneedtosupportspecificmeasurestobuildmale

allyship.Companiesalsoneedtosupporttheattraction,

retention,andadvancementofwomenintheenergysec-

tor.

(See“CaseStudy:Pertamina”

and“AFrameworkfor

ActivatingDE&I.”)

Exhibit4-MenandWomenContinuetoCiteDifferentCausalFactorsfortheLackofWomeninSeniorManagement

2020:Menreportlackofqualifiedwomen,lackofflexibility,andlackofpromotionslaterequirementsaskeyfactors

holdingwomenback

Womenget

lesssupport

Womenarenotflexibleenough

Therearenot enoughqualifiedwomenintheindustry

75%60%45%30%

15%

0%

Promotion

slatesdon't

requirewomen

Womenare

overlooked

Womenarenotconfident

enoughtoask

2023:Mencontinuetoreportlackofqualifiedwomen,whilewomenreportreceivinglesssupportandbeingoverlookedasbiggestfactors

Womenget

lesssupport

Womenarenotflexibleenough

Therearenot enoughqualifiedwomenintheindustry

75%60%45%30%

15%

0%

Promotion

slatesdon't

requirewomen

Womenare

overlooked

Womenarenotconfident

enoughtoask

WomenMen

Source:UntappedReserves2.0and3.0individualsurveys;BCGanalysis.

Note:N=775energyindustryemployeessurveyedfortheUntappedReserves3.0individualsurvey.

BOSTONCONSULTINGGROUP+WPCENERGY8

87%

53%

45%

80%

72%

28%

Flexworkingmodels

LeadershipcompensatonlinkedtoDE&Igoals

SeniorpersontodriveDE&I

PowerandUtilitiesOilandGas

DifferencesAcrossIndustries

Powerandutilitiescompaniesappeartohaveslightly

higherworkforce-widerepresentation(26%)thanoiland

gas(23%)andtendtohavehigherrepresentationofwom-eninseniorandexecutivelevels.Severalfactorsmay

contributetothisdifference,includingindustrypercep-

tions,skillsetalignment,mobilityrequirements,andthe

regulatoryenvironment.Unlikeoilandgascompanies,

whichoftenrequirerelocationandworkinginremote

locations(suchasonrigsorplatforms),powerandutilitiescompaniesaretypicallyregionally-basedwithlimited

expectationsforlocationflexibility(especiallyinternationalrequirements).Thismayappealtodiversegroups.Lastly,

powerandutilitiescompaniesmayalsobesubjectto

stricterregulations,whichmayencouragehigherratesofdiversityandinclusion.Forexample,somecompaniesarefederallyregulatedandmustabidebyemploymentequitymandates.

Powerandutilitiescompaniesalsohavehigherimplemen-tationratesofkeyinterventions,suchasflexible,remote,

andhybridworkingpolicies;linkingleadershipcompensa-tiontoDE&Igoals;andestablishingaChiefDiversityOffi-cer(CDO)orsimilarroletodriveDE&Istrategy.

(SeeExhib-

it5.)

Theseinterventionsarestronglylinkedtoincreasedwomen’srepresentation,andcompaniesseekingtoboostrepresentationshouldprioritizetheseactionsforimple-

mentation.

Ourresearchalsoindicatesthatemployeesinoilandgas,powerandutilities,andnewenergycompaniesutilize

DE&Iinterventionsatdifferentrates.Inoursurveyofpro-fessionalsacrosstheenergysector,newenergycompanyemployeesreportedslightlyhigherusage(37%)thantheirpowerandutilitiesoroilandgascounterparts(35%and32%,respectively).Employeesofnewenergyandpower

andutilitiescompanieswerealsomorelikelytobelieve

thatDE&Iisatoppriorityfortheircompany,comparedtotheiroilandgascounterparts.

Exhibit5-MorePowerandUtilitiesCompaniesthanOilandGas

CompaniesHaveImplementedKeyInterventionsTiedtoHigherGenderRepresentationatSeniorLevels

%ofcompaniesthatreportedimplementingkeyinterventions

Women’srepresentationatsenior&executivelevels(%)

22%

inPower

&Utilities

20%

inOil&Gas

Sources:UntappedReserves3.0companysurvey;BCGanalysis.

Note:The“flexworkingmodels”categoryincludescompaniesthatimplementedbothflexibleworkingmodels(includingpart-timeand60%or80%capacitymodels)andremote/hybridworkpolicies;N=47oilandgascompaniesandN=15powerandutilitiescompanies.Notallcompaniesprovideddetailedbreakdownsbytenure.

9PUBLICATIONTITLE

TheEffectivenessofDE&IPolicies

andPrograms

S

ince2020,energycompanieshavecontinuedtomakeprogressinadoptingandimplementingDE&Iinter-

ventionsaimedatsupportingunderrepresented

individualsacrosstheemployeelifecycle.Overall,themostbasic“tablestakes”policieshavebeenwidelyimplement-ed.About93%ofenergycompaniessurveyedhavepoliciesbarringsexualharassmentand91%haveanti-discrimina-tionpolicies.Aroundtheworld,mostcompanieshave(or

plantodevelop)maternityleavepolicies.Fewercompanieshaveimplementedpaternityleave;intheMiddleEast,only36%ofcompaniessurveyedhaveapaternityleavepolicy.

Otherimportantinterventionsarelesswidelyimplement-ed.TheseincludeestablishingDE&I-orientedleadershipteams(ledbyaCDO),developingclearandtransparentequalpaypoliciesandmechanisms(forexample,salarybands),andenhancingsupportforcaregivers.

TounderstandtheeffectivenessofDE&Ipolicyandpro-

gramimplementation,weanalyzedtheinterventions

implementedbycompaniesthatscoredinthetopquartileforwomen’srepresentationatseniorandexecutivelevels(36%onaverage)andthosethatscoredinthebottom

quartile(6%onaverage)toidentifyparticularlydisparateimplementationgaps.

(SeeExhibit6.)

Wefoundthattheinterventionscorrelatedwithhigherlevelsofseniorrepre-sentationfallintofourcategories:flexibleworkingand

caregiversupport,balancedpromotionpractices,commit-mentfromthetop(seniorleadership),andintentional

recruiting.(See“AFrameworkforActivatingDE&I.”)

BOSTONCONSULTINGGROUP+WPCENERGY10

Theme

Policy/program

Exhibit6-InterventionsCorrelatedwithHigherWomen’sRepresentationatSeniorLevelsIncludeFlexWork,UnbiasedPromotion,Leadership

Commitment,andTargetedRecruitment

%ofcompaniesthathaveimplementedpolicy

▲Bottomquartilecompanies

(6%averagew